How to Maximize Your Workplace Diversity: Conduct a Workforce Composition Survey


Introducing the Diversity at Work, Do-It-Yourself Workforce

Composition Survey Toolkit!

 

workforcesurvey

 

You would like to know more about your workforce, but you don’t know where to begin.

You’re intimidated by the process.

How do you make sure you ask the right questions?

How can you do this without hiring an expensive consultant?

If you have a skilled human resources team and a secure database — our D-I-Y Workplace Composition Survey Toolkit is for you.

The results will help you to determine:

If your workforce represents the community and clients you serve?

Are you meeting your Employment Equity goals?

Are you fully utilizing the education and training of your workforce?

Do your existing benefit and reward plans fit your current demographics?

What percentage of your workforce will be retiring soon?

Is your workforce representative of the community you work in?

Are you meeting your Employment Equity goals?

Are you fully utilizing the talents of your workforce?

And much more.

Testimonial from user:

“When we first started discussing a Diversity Survey, we didn’t know where to begin with questions and themes, let alone how to ensure the questions we were asking and the message we were delivering was politically correct and relevant to our employees. Evelina and Diversity at Work solved this problem for us by providing a Diversity Survey template, which we were able to modify based on our targeted outcome. This template saved us a tremendous amount of time and money, and also assured us that the survey content was respectful and aligned with our Shared Values.”

Tahlia Rimnyak, CHRP | Human Relations Coordinator
McCormick Canada

For more information and to purchase please visit:

http://www.yourdiversityatwork.com/classes/diyWorkForceSurvey.php

 

 

 

 

 

London’s Poor Diversity Score No Surprise


Written by: Evelina Silveira, President Diversity at Work

As featured in New Canadian Media
Thursday, 27 October 2016 

A recent study published by the Western University’s Centre for Research on Migration and Ethnic Relations found a severe lack of visible minorities in leadership roles in organizations in London, Ontario. 

While the study made headlines, the findings came as no surprise to me.  I have lived in London all my life, working as a diversity consultant for 10 years. I would like to offer an explanation as to why inroads have not been made in visible minority leadership in  London, Ontario.

Flashback to about 13 years ago, when I started to work on a business plan for Diversity at Work: I interviewed many leaders in London asking them whether my idea of having a business which promoted hiring and supporting diverse candidates would ever fly?

I will never forget the answer I received from a human resources consultant who had previously held many jobs in the recruitment and leadership fields.  She said:  “Evelina, as long as there are enough white people to fill the jobs, no one will ever consider anyone else, because they don’t have to.”

Essentially, she conveyed that there really was no need to change the recruitment process and that it was too much work to do so.

A late joiner

In comparison to other cities, London has lagged behind. Perhaps it is because the jobs could easily be filled as the human resources consultant suggested, or maybe we ignore the ever-growing presence of visible minorities which started in the mid-1980’s. 

Some of our largest employers and institutions have only recently developed diversity policies, later than their counterparts in other comparable cities which have a high number of visible minorities and immigrants. I often scan the diversity plans of the public service organizations in London and it would appear that the effort or the kind of approach being used – if at all – are not producing  much in terms of achieving a representative workforce, let alone diversity in leadership. 

My observations are consistent with the findings which indicate a very low level of visible minority participation, notably 5.3 per cent on agencies, boards, and commissions.  Their lack of participation at these levels can have ramifications for how services are delivered, in addition to resource allocation. 

Furthermore, there is a tendency, especially with boards, to recruit people they know, often friends and co-workers, to fill vacancies.  This can perpetuate the lack of representation and the effort to create more diversified boards and committees.

It is startling how many workplaces have not implemented the strategies and best practices that can help mitigate these gaps. How might we explain the disconnect? There is a multitude of reasons why this occurs and this is key to understanding the problem of under-representation in London’s publicly-funded organizations.

Consider these possibilities:

·         Foreign credentials and work experience are not recognized. Generally speaking, if an applicant has not graduated from a leadership program in North America or the U.K , there is a good chance their education in leadership may not be recognized.  Leadership experience from other  parts of the world may not be taken into consideration for a host of reasons, including cultural differences in how we do business and interact with employees.  

·         Effective leadership requires highly developed communication skills:  in person, in writing and over the phone.  An internationally-trained applicant is disadvantaged if they have a pronounced accent and have an indirect style of communication.  Interviewer bias can hamper heavily-accented applicants, who may be mistaken as unqualified because they speak differently.  Across cultures, there are variations in how we conduct meetings, presentations and write reports. The Canadian standards are often learned in school or through work experience.

At civic level: zero

The number of visible minorities and immigrant leaders in municipal organizations is at a glaring zero per cent! 

Given that government organizations are held to a higher standard than the private sector to have a reflective workforce, as well as to meet Employment Equity standards, this represents a failure of implementation and consequently lost opportunities for diversifying the workforce and gaining new skills and perspectives. 

With increasing job insecurity, good benefits and salaries, public service employees are not likely to leave their jobs.  Understandably, this represents fewer opportunities for external applicants to get hired. 

It would be interesting to know if the City of London has an internal mentoring program to assist aspiring leaders.  Research consistently indicates that visible minorities and immigrants find a lack of mentors in the workplace. 

Successful leaders often attest to the significance of mentors throughout their careers.  There have been some attempts over the last few years to develop internships for immigrant professionals at the City of London. However, it is hard to know if this experience translated into permanent employment with the City.

Finally, we cannot overlook bias and racism in the recruitment and selection process, although it does not probably explain the huge disconnect between the population and their representation in the workforce. In my experience, if the leadership in an organization is not familiar with the business benefits of a diverse workforce, they are very unlikely to support and initiate programs which can facilitate the entry and promotion of visible minorities within their organizations.

Evelina Silveira is the President of Diversity at Work in London, a three-time award -winning firm which specializes in creating inclusive workplaces and diverse customer bases.  She has co-authored two globally acclaimed books and is the publisher of the Inclusion Quarterly.

The Guide to Workplace Inclusion


Preview and Purchase at www.yourdiversityatwork.com/ebook/

Read  below what others have said about our book:

linked in

ENDORSEMENTS:

This is an important and timely book for those who want more inclusive workplaces. It moves seamlessly from concepts and terminology and translates them into practical and actionable ideas. All readers, no matter where they are on their diversity and inclusive journey, will find something valuable in this book. Evelina Silveira and Jill Walters have created an impressive resource that includes examples of promising practices from across the globe. This should be every HR professional’s companion!

~Ratna Omidvar, executive director, Global Diversity Exchange, Ted Rogers School of Management, Ryerson University

The No-Nonsense Guide to Workplace Inclusion provides a thorough and engaging roadmap of the journey toward organizational inclusion. The authors write from a position of rich, credible experience, with the result that this Guide can help companies capitalize on opportunities and skirt problems on the road to fuller inclusion of an increasingly diverse workplace. Filled with examples and evidence-based solutions, this Guide is a valuable tool for any organization working on building and strengthening its culture of inclusiveness.

~Alison Konrad, PhD, professor of organizational behaviour, Ivey Business School, London, Canada

Managing diversity and creating inclusive workplaces can seem like a daunting challenge for many organisations, but Evelina and Jill have produced a really accessible, highly practical guide to help organisations get going. What we particularly liked was that it was packed full of real examples and illustrations and lots of useful links and tools.

~Tracy Powley, director, Focal Point Training and Consultancy Ltd, United Kingdom

Because inclusion is one of the core values of the USTA, it is important for me to lead, motivate and work well with individuals of diverse backgrounds, capabilities and interests in order to achieve the outcomes we’ve set for ourselves. This book is a great resource for any organization looking to create a successful culture of inclusion.

~D.A. Abrams, chief diversity & inclusion officer, United States Tennis Association/ author, Diversity & Inclusion: The Big Six Formula for Success

This book goes a long way in addressing the systemic discrimination faced by the LGBTQ2 community in the workplace. It tells you what you need to do and gives you the resources to do it. It makes it easy for any workplace to become more inclusive in their hiring, recruitment and retention practices. I highly recommend it for every workplace.

~ Deb Al-Hamza, past president, Pride London Festival/ diversity social worker, Children’s Aid Society of London & Middlesex

I think this book is very comprehensive! There is very valuable information from ‘Foundations for creating an Inclusive Business Environment’ to ‘Best Practices in Diversity.’ I see the value for small to medium businesses that lack a dedicated human resources professional or lack the experience with implementing policies and procedures to promote an inclusive environment; however, larger businesses can also benefit greatly from the examples, detail and strategy offered. I will continue to visit many of the resources offered in the future and have made note of some of the examples.

~Lesley Oliver, diversity & accessibility coordinator, Equity & Human Rights Services, University of Western Ontario

The book is strategic, concrete and to the point. The various examples make it relevant to readers and practical. I also like the fact it is rooted in personal experiences and takes a holistic approach. The book makes one reflect on what is not obvious, helps avoid assumptions and discusses unconscious bias.

~Magali Toussaint, international career and cross-cultural coach/ diversity professional, Netherlands, http://about.me/magali.toussaint

 

 

 

 

Actions You Can Take To Increase Intercultural Understanding in the Workplace


By:  Evelina Silveira,  President, Diversity at Work

1. Start up a Diversity Book Club or Discussion Group    You can take turns assigning a reading which is pertinent to your work and designate a regular meeting time for your discussions. Tailor it to your industry and the specific knowledge you would like to gain.
For example:
Indian-Style of Leadership – This could help organizations who have a number of New Canadian Indian employees gain an understanding of the differences in leadership style in India. It can give leaders an awareness of what some of the challenges these employees may have based on their previous work experiences and help them become more acclimatized to a Canadian workplace.
Cultural Differences in the Way Disabilities are Communicated. The way cultural groups talk about disabilities tells us a lot about their values and how people with disabilities are treated in their communities.
Plagiarism Around the World – Understanding how different countries feel about and define plagiarism is important in preparing international students for post-secondary education.

2. Spearhead Employee Resource Groups These groups can provide valuable information to advance the goals of your organization. If you happen to have a New Canadians ERG, it can be drawn upon to provide education to the rest of the employees and make suggestions for program development and provide insight into new markets.

3. Infuse Cultural Tidbits Into Existing Vehicles of Communication Whether you have an intranet, a regular newsletter or hang up posters, don’t miss out on an opportunity to encourage cultural learning. What about your staff or departmental meetings? After all, when we learn about other cultures, we learn a lot about ourselves!

4. Examine Your Corporate Social Responsibility Initiatives Is there a way you can increase your interactions with some of the major cultural groups in your community? Volunteer at a settlement agency? Be a mentor? Consider sponsoring cultural events.

5. Increase or Begin to Offer Student Placements/ Co-ops Work with local agencies serving diverse clientele and post-secondary institutions to bring diverse workers to your organization. You will be amazed at how much you learn from the experience!

6. Take a Cultural Competency Inventory Ask employees if they have: knowledge of a second language, experience from work abroad and cross-cultural education. Having this information handy can be a real help when you are considering the appropriate people for foreign assignments or need some emergency assistance with a culturally diverse client who you are having difficulty communicating

Are Your Hiring Practices Really Equitable?


Evelina Silveira, President, Diversity at Work in London Inc. Author of Diversity and Inclusion on a Budget: How to have a more innovative and engaged workforce with little or no dollars.

Equity statements on job postings have become part of the norm, implying the applicant has a fair shot at a job. If the ultimate goal is to hire the best person for the job, then some very common unfair workplace practices may be getting in the way. Let’s take a look at how allowing candidates to circumvent the hiring process throws equity out of the window.

A candidate may have “supporters” in the organization who would like him/her to be hired. The supporters may approach the hiring committee or senior leaders to advocate for the candidate. While this may be advantageous to the candidate and a time-saver for the hiring committee, how might this sit for an applicant who doesn’t have an “in” with the organization? If the supporters are successful, their candidate will be hired.

What happens to the other people who have applied? Your best candidate may have been waiting in the pile of resumes, which did not get your attention because of the “support” one candidate received.

What implication does this have on diversity and workplace inclusion? Immense. You ended up hiring very similar people. What is the effect on innovation? Abysmal. New Canadians, people who live out of town, youth, people with disabilities, aboriginal people and those who may be entering the workforce for the first time don’t stand a chance, unless “they know someone.”

In terms of succession planning, you may see very little in the way of diversity, creating huge implications for organizational profitably as well as innovation, not to mention corporate image.

If the situation I have described has become part of your organization’s hiring procedures, there is a good chance it has become well known. Do you want the word out that: “You need to know someone, to get a job”? Or would you prefer applicants have an equitable chance of getting hired as your equity statement would imply?

The hiring process should be transparent all of the way. If you don’t feel comfortable with writing down the specifics of your hiring process and making it public, there is a good chance it may be inequitable and even illegal.

You can argue that it has always been this way! In the past, we did not include equity statements, but now we do. Consequently, more than ever we need to be accountable for applicants who take the time to answer job ads and treat the process fairly out of respect to them and to the integrity of the organization.
j0438551

Creating an Employer Brand to Attract New Canadians and Generation Y


Three Smiling Businesswomen

An excerpt from Diversity and Inclusion on a Budget:  How to have a more engaged and innovative workforce with little or no dollars written by Evelina Silveira and Jill Walters.

Let hard-to-reach groups know that there’s an opportunity for employment with your organization by showcasing a broad spectrum of employees in your company literature and on your website. Let your employees know what your goals are in terms of a representative workforce, and that you value their suggestions and help. Ask if they would be willing to share their history with the company. This is a great way to demonstrate that you can be an employer of choice for diverse applicants.

Here’s how to do this:
–  Include the employee’s picture and history with company
–  Post a video on your site
–  Use a written profile, if your budget is really tight

The employees that you include in your staff literature and on your website should represent a cross-section of departments and available positions. If you are confused as to where to begin, bank websites are really great at creating an employer brand, specifically the Royal Bank of Canada (www.rbc.com).

Include employees who have held a number of positions within the organization and have advanced through the company. This demonstrates that there is equal opportunity for all. Note any committee involvement, special assignments, skills or expertise they have acquired as a result of working for your company.

These mini-profiles, highlighted on your website and in your literature, go a long way in promoting your company’s image as an employer of choice. Brag about it! Don’t hold back and be humble! Remember, labour shortages are starting to occur in many sectors. Stand out and let it be known who you are as a company, and what employees can expect from working for you.

It’s probably an odd analogy but think about your company as a potential date. If your company was on the dating scene, what attractive qualities would it promote? What could it offer? Why should a job seeker be interested in you? What could it gain from having you as an employee?
With this in mind, think about all the areas in which your company supports its employees, and include those details on your site. For instance, younger workers are really keen about seeking out employment with companies that are socially responsible, environmentally friendly, flexible and interactive. Having a pool table might be a bonus. Include this information!

Do you have an on-site day care? Flex-time opportunities? Cross-training? A mentoring program? Employee Resource Groups? Prayer rooms? Adaptive technology? A women’s leadership group? On-site smudging area? Gym? Pool table? English as a Second Language classes? Pets at  work? All these programs and services demonstrate that an employer supports and cares about the employees; their physical, social, spiritual and psychological well-being, and their need to succeed professionally. List them!

Consider asking those employees with more seniority about the special perks and selling points of working at your organization. Include them on your on your promotional materials as well.

 

 

 

In Praise of Generation Y


file9421269543382

Evelina Silveira, President, Diversity At Work in London Inc.  Author of Diversity and Inclusion On A Budget:  How to have a more engaged and innovative workforce with little or no dollars.

Hey there, Evelina!”, the e-mail salutation reads. Do I know this person? It seems that they must know me, right? Because they are so familiar? Nope. I never met them in my life! Probably a Generation Y’er  I figure, who is sending me this in their casual and unassuming way.

Born during 1981- 2000, Generation Y’s unique characteristics have stirred up a lot of turmoil in the workplace especially when it comes to their Baby Boomer bosses and co-workers. Whether it’s their tattoos, piercings, flip-flops, self-care or their need to be wired, connected and  informed  — the workplace will never be the same. Sorry Boomers! Laden with labels like: “disloyal”, “uncommitted”, “self- serving”, “techno-savvy”, “fun-seeking”, “lazy”, and “immature”; these children of Baby Boomers have  experienced more freedom, less responsibility, little in the way of criticism, and some would argue too much praise.

Consequently, employers complain that they don’t take work seriously, can’t handle criticism and feel they are entitled to privileges and rewards that others do not get and that they do not deserve. The disconnect begins here. After all, how do we get four generations to work together for the first time?

As a Generation X’er, I understand the harsh criticism bestowed upon Generation Y’ers; but at the same time I think that our generation understands them better than the Boomers. Generation X’ers were the first generation to dispel the myth that getting a university education will automatically land you a “good job”. We were working in call centres, as clerks and service jobs with our university degrees when the first recession hit in the 1980’s. But Generation X’ers approach to this phenomenon was a little bit different. Because of fewer jobs, our “latch key” socialization meant that we looked for solutions within ourselves. We decided to make our own jobs, creating the largest generation of entrepreneurs ever.

Generation Y’s solution to the shift in the economy is different. Strategically, Generation Y put their cards on the table right at the beginning with their prospective employers letting them know what they need from them, instead of what they can offer. Taking a completely different approach from previous generations, the Generation Y’er can come across as self-serving. That is where some of the conflict and misunderstanding begins along with many other disconnects in workplace values.

I am not a big fan of theories of generational differences although I believe there are some merits to the observations about various age groups but I don’t think they are absolute. I strongly believe that social class, birth order, and cultural differences play larger roles than age. The research in this area is arguably centred around privileged white youth who live in the suburbs, so it could be unrepresentative.

Despite the criticism lodged against Generation Y’ers, when it comes to diversity they really get it. Parented by those who lived through civil, women, and gay rights movements, Generation Y’ers have had a strong initiation into equality. Attending inclusive schools with children who have disabilities, exposure to more cultural and racial differences as well as a variety of family  compositions: this generation is more socially and environmentally aware. Of all the generations, they will have more of a propensity toward social justice and want to know the impact of their work.

When it comes to helping your organization develop a diversity strategy, ask a Generation Y’er. You can bet that the strongest supporters of diversity and inclusion in your workplace are Generation Y’ers. Not only have they been more exposed to a
rapidly changing diverse world —it is natural to them and they embrace it.

So, before you reprimand your Generation Y’er for not wanting to work overtime hours for free: relax; let your hair down; plug in your iPod and put on a pair of your favourite flip-flops and recognize the positive attributes of this deeply misunderstood  generation.

D&I: “They Just Don’t Get It”


By: Evelina Silveira, President Diversity at Work in London Inc. Author of Diversity and Inclusion on a Budget.

A common phrase we hear as diversity practitioners is: “they just don’t get it”, referring to the leadership team. With the right conditions, “they do get it”. Before you dismiss your leadership as old, patriarchal, stagnating entities read this. A change in approach could make a big difference.

If you feel like you are speaking to a brick wall, perhaps it is time to rethink how you are communicating your message. You may be pleasantly surprised to find out that your leadership team is actually on your side, but you just haven’t given them any compelling reasons to change.

Getting buy-in from the top involves the: “who”, “what”, “when”, “why” and “how”. If one of those pieces is missing, they might “just not get it”!

Who – Who is/are the designated spokesperson(s) to represent diversity and inclusion in your workplace? Are they well respected by their colleagues and the leadership team? Are they known to be balanced, fair and pragmatic? Do they have an “agenda”? Outspoken about selective issues while silent about other inequities? Does this person have a history of bringing people together or pulling them apart? Do they have a good understanding of the competencies in the organization and know how to use them? The person(s) in this role can have a huge impact on the success of your diversity and inclusion strategy.

If you are the spokesperson and reaching an impasse, it may be that you are not the right person for the position, and let someone else take over. (Note: When you are selecting a D&I officer for your organization, you should ask yourself the questions noted above before you make your final selection).

What – What is the message you are presenting to the leadership team? For example, if you live in a relatively homogenous location, focusing on visible minority recruitment might not be the most effective strategy especially if there are none where you live. However, looking at retention strategies, or addressing the issues facing women leaders might be more relevant. The subjects you approach the leadership must match their strategic priorities. Concentrate on what is on their agenda by showing them how diversity and inclusion strategies can help them attain their mission. Approach them in a positive light rather than a negative one. For example, telling the leadership that the organization is racist, sexist and homophobic might not be the best lead in. However, if you have conducted a staff engagement survey and your findings support your assertions, share that information with them along with ideas on how to create greater workplace inclusion. Instead of making diversity and inclusion a separate part of the organization, show the leadership that it is part of everything that you do. Examine ways that D&I can be integrated into existing training as well as policies and procedures.

Any initiatives that you take on must incorporate:
• The mission and values of your organization;
• Create more workplace harmony leading to improved performance;
• Be very practical in nature. (Many organizations have dropped “awareness and empathy-generating” types of training because they do not encourage practical skill building).

When – “Time is money”. Training dollars have been scaled back and that is why you have to make the most out of bringing people together. The activities and the training you choose to take on do not always have to be labelled as “diversity training”. It may be better if they are not; especially if your organization’s last experience wasn’t so good. Try to incorporate D&I into the existing compulsory training. Enhance and infuse existing training such as presentation skills, customer service, health and safety with D&I. It can be done without a lot of effort, and you have an automatic captive audience. Leaders can be overwhelmed with a lot of new ideas. Starting small could be a better strategy if you are dealing with risk averse leaders.

Why – Frequently the “why’s” have not been presented in a convincing enough manner. You can refer to the results of your employee engagement survey (if that has occurred) or tie  it into policies and legislation guiding your workplace. Refer to studies on diversity and innovation. Google “the business case for diversity” and show them the facts that support a more inclusive workplace.

How – Remember that diversity and inclusion is about everyone. Choose research that focuses on all aspects of our changing workplace demographics. When you take this approach, a statistic or statistics will stand out with your leadership. If your organization embarks on strategic planning this is a good opportunity to provide staff survey results and relevant information you would like to collect and measure. Embedding it into existing work can be a little more palatable for those who may be reticent to come on board.

  • Thank you for the recognition

  • Subscribe to ‘The Inclusion Quarterly’

  • Enter your email address to follow this blog and receive notifications of new posts by email.

  • Get started with Workplace Inclusion Today!

  • Webinar Understanding Intercultural Communication

  • Soft Skills/Cultural Interpretation Coaching

  • Find us on Facebook

  • Get started today with diversity and workplace inclusion

  • Follow me on Twitter

  • Preview DyNAMC Magazine

    Preview DyNAMC Magazine

%d bloggers like this: